European savings banks: facing up to the new environment

Abstract

Savings banks are an important European banking sector. From their traditional retail banking roots of catering for the poorer social groups and providing a limited range of specialist services, many savings banks today have evolved into full‐service universal banks that are virtually indistinguishable from their commercial bank competitors. Examines the strategic environment, challenges and different adaptive organizational models pursued by European savings banks. From recent survey and case study evidence, finds that savings banks’ strategies across Europe differ significantly in many respects. A common strategic imperative, however, is that savings banks are having to respond to intensifying competition and the related need to improve efficiency at all levels. A practical empirical indicator of these trends and changes is the increasing strategic importance of marketing.

The Role of CSR in the Corporate Identity of Banking Service Providers

“…These institutions especially orient their corporate personality toward efficiency in their core business activities and a strong customer orientation. On the other hand, savings banks have a more local dimension, are traditionally focused on retail banking and are specifically characterized by their ''social dividend'' (Gardener et al 1997). These institutions are more oriented toward the community where they operate, and CSR plays a central role in their corporate identity, as they perceive CSR as an inherent part of their idiosyncrasy.…”

Evaluating the performance of Swedish savings banks according to service efficiency

“…As e.g. Gardener et al (1997)) we find it reasonable to assume that they replace shareholder oriented 1 As Professor Jack Revell (1989) points out other types of savings institutions existed even prior to this date, like for instance the ''Sparkassen'' in Germany, but the TSBs were the first banks to incorporate mutual principles (see also Horne, 1947). 2 Pettersson (1986) advocated conversion into a plc, which he was careful to enlighten was far from an original idea in Sweden.…”

“…Clearly, the deregulation of the financial markets during the 1980s accentuated the competitive pressure on the traditional savings bank in most of Europe (Gardener et al, 1997). In Sweden the association form was even publicly questioned by the CEO of the then largest Swedish savings bank (Pettersson, 1986).…”

“…As savings banks generally have developed an image of being ''safe'' and ''risk avert'' as well as a strong local or regional knowledge (Gardener et al, 1997), risk adverse operations and countrywide services to customers are likely to be important objectives on their agenda. According to the findings in a recent study by Lindblom (2001) aversion for savings banks was markedly higher than for commercial banks.…”

Determining management behaviour in European banking

“…See Tables 10 and 11 in the Appendix for more information about the organisational structures and ownership of European savings banks. 4 The literature identifies four main organisational models that are followed by European savings banks (see Gardener et al, 1997). The profligate organisational models found in the European savings banks industry (especially regarding ownership rights) could be expected to cause principal-agent problems that might adversely influence management behaviour and lower bank efficiency.…”